2024 - Q2 (Final)

Recruit, onboard, and activate 3 SMEs in #learn-finance

Recruit, onboard, and activate 3 SMEs in #role-founders

| Whole Team

Increase quantitative community engagement (% of members posting and viewing) from 2024Q1 baselines in #learn-finance and #role-founders.

#learn-finance Increase % of members posting from 2.5% to 5%

Increase % of members viewing from 43% to 60%

#role-founders: Increase % of members posting from 2.3% to 4.6%

Increase % of members viewing from 35% to 60% | Valerie

Run at least 1 event in finance AND stand up recurring office hours series with SMEs

Run at least 1 event in founders AND stand up recurring office hours series with SMEs | | Sustain and enhance the health of the subco ecosystem through proactive maintenance. | New Volunteers

Revisit the decommission process halfway through Q2 (May 2024) to see if we have the right criteria/metrics.

Run the process again at the end of the quarter to remove more inactive/irrelevant subcos. | Release new Channel Directory and share for 6 months as outlined here

| Viktoriia

Work with SMEs in each subco to create content calendars for posts and events, and upskilling programming for members (learning/working groups, virtual learning/training paths, unstructured office hours calls, AMAs etc.) and other ways for SMEs to distribute their knowledge directly to members | | Stand up new CoP around corporate climate action | Create and announce new channel #corporate-climate-action.

| Roll out V2 of P2P mentorship program in collaboration with Mentorship team. | |

2024 - Q1

Ran at least 1 high-impact event in each community focused on hands-on experience and practical learning. (Pitch Deck Workshop in Founders, ESG Event with Matthew Sekol in Finance)

• Gathered feedback from members with firs ever subco specific surveys.

Set baseline NPS score for each subco: Founders NPS: -41.5 Finance NPS: -42.1 | - Did not onboard 3 SMEs in #learn_finance.

• Did not onboard 2 sector-agnostic and 2 sector-specific SMEs onboarded in #role_founders. | Did increase quantitative community engagement #learn-finance and #role-founders from 2023Q4 baseline

#learn-finance: Increased % of members posting from 1% to 2.5% +1.5%

Increased % of members viewing from 19% to 43% +24%

#role-founders: Increased % of members posting from 2% to 2.3% +.3%

Increased % of members viewing from 19% to 35% +16% | | Sustained and enhanced the health of the subco ecosystem through proactive maintenance. | Did create and implement first decommissioning process for subcommunities.

Decommissioned 6 subcos (list here):

• #events-climatesweetspot
• #community-welcome
• #project-wocl-deck
• #project-pms-guide-champions
• #learn-sustainable-fashion-textiles
• #topic-mental-health | Did develop and implement an evaluation process for subcos to comprehensively assess their activity levels and macro trends:

First subco level NPS score, % of members posting and viewing as quantitative enagement metric, and https://lookerstudio.google.com/u/2/reporting/69bed1a8-ed79-4ede-9b03-f33cbae8209c/page/p_bxur4i30ddto view it all

| | | Continue to develop subco team | Did finish onboarding new volunteers | Did work with incoming staff member (Felix) to split roles and responsibilities | | | | | | |

2023 - Q4

OBJ1: Select 1 subco for a “deep approach” to pilot a community of practice

• KR1: choosing the right subco to pilot a deeper approach, more akin to standing up a community of practice) is critical. but defining the criteria for how to select the right one is harder. here are some ways we could define:
  • option 1 follow the expertise: the most important ingredient for a CoP is access to expertise: therefore, we could survey WoCl’s existing resources and network (experts, mentors, direct relationships) to see what areas/topics/disciplines we have easiest access to people with expertise in.
    • Expert office hours - Ask mentorship team for tracking sheet
    • Source from board/volunteers -
      • Volunteers - Put out message in Slack
      • Board - 2 weeks to ask
    • Funders
      • Eugene - Cisco + One Point Five - 2 weeks
  • option 2 follow the members: total membership of subcos is a general indicator of interest; once you filter out the general “all member” channels (announcements, need help etc.), you can see the most populous subcos:
    • role product managers: 4362
    • role founders: 3568
    • learn regen agriculture: 1166
  • option 3 focus on a priority area for WOCL: perhaps there is a topic, role, or discipline of critical strategic importance to WOCL? To its new grant?
  • option 4 follow the gaps: by partnering with an org like LinkedIn with a wider view into the green jobs landscape, we may be able to get macro economic data that helps us decide where to focus our efforts. this will likely take time, so be a secondary experiment after running a smaller “deep” pilot in a subco of our choosing in Q42023
  • feedback from eugene: “I think something like ‘Is there something for people to practice?’ - i.e. likely focused on a role that requires specialized skills, and ideally skills that one can acquire. I actually don't think any of our current #role channels are a good fit - almost all of them are generalist roles (like SWE or PM) where it's just a matter of finding a company, rather than becoming more employable. Alternatively, potentially focused on a sector where sector knowledge is frequently required to get a job in that sector (e.g. energy). Theoretically, something like carbon accounting or project finance would be a good fit. It's possible that we might have to create subcos if we can't find a good fit.”
• KR2: locate the expertise needed to help transform the subco into a community of practice (mentors, expert office hours, etc.)
• KR3: build a comms/event/engagement plan for the subco to cover ~3 months of activities
  • survey the subco with some basic q’s and an NPS to determine a baseline score
    • goal is to understand the needs of the specific subco members, and tailor “deep” approach activities to that instead of our perceptions of what they need
  • lay out subco engagement plan to cover ~3 months of activity
    • comms plan to communicate the new direction of the subco (community of practice) with all relevant stakeholders repeatedly: members, experts, WOCL team, etc. we must communicate the new direction and desired behavior of all involved, especially subco members to have the “deep” approach stick and move people up the ladder from shoppers
    • identify our experts and champions: have them introduce themselves to the subco
    • engagement plan to define how and when experts will engage with the community through posts and events.
    • stand up a series of regular events/workshops
    • find people to “seed” to ask questions and post responses in threads to stimulate conversation and help nudge the community up the ladder of engagement to increase value and engagement

OBJ2: Restaff subco team with 3 new volunteers: 1 specifically for #founders

• pretty straightforward, we are running a skeleton crew right now and need more bodies to do all this fun ambitious stuff!

OBJ3: Continue work on OBJ2 from 2023Q3: create a shared definition of basic terms used in community management

• For Q4, the emphasis of the subco team will be on action vs. definitions. Some of the Q3 definition work remains unfinished, but it’s not the priority in Q4. Still, there are useful things from this work that can inform this quarter’s

• The baseline community engagement metric defined in Q3 can still be used to benchmark subcos in Q4: % of members who posted and % of members who viewed within a given time frame (90 days) as baseline quantitative community engagement metric. Further work to get qualitative data from specific subcos (NPS, surveys, etc.) is still needed to compliment this

• The most valuable thing to come from the Q3 OKRs was this data which shows the % of membership in all of WoCl by channel category, and % of members viewing and posting across all categories. https://docs.google.com/spreadsheets/d/1yNFkx5r6d4FyNxOY5i4Hny33JL10408BhDQKA9KgVlM/edit#gid=293800776

  

  

  

2023 - Q3

Google Doc